Posts tonen met het label crowdsourcing. Alle posts tonen
Posts tonen met het label crowdsourcing. Alle posts tonen

dinsdag 1 juli 2008

WIKINOMICS

The open source movement embodies the spirit of collaboration. Yochai Benkler dubs it 'the wealth of networks.' Howard Rheingold's term is 'smart mobs'. It is the idea of technology enabled collaboration economics. Collective action and complex interdependencies play a more important role, while the central role of competition and survival of the fittest shrinks to make room.

Accros a number of disciplines the concept of cooperation plays a more important role, while the concept of competition gets a less important role. We are moving into another economic form that is fundamentally different from previous ones: COLLABORATION ECONOMICS.

The relationship between Communication, Media and Collective Action: Human communication, Media and the ways in which we organize socially have been co-evolving for quite a long time. Now, the enabling cooperation-technologies are based on the internet: In the many-to-many era every desktop is now a printing press, a broadcasting station, a community or a market place AND evolution is speeding up from desktop to personal mobile supercomputers to personal mobile ambient computing.

Howard Rheingold about Collaboration Economics: "Altruistic punishment may be the glue that holds societies together".



Collective action is about two types of Social dilemma's: (1) The prisoners dilemma c.q the ultimatum game and (2) The tragedy of the commons.

(1) The ultimatum game learnings: People from other cultures have radically different ideas of what is fair. Somehow the basis of our economic transactions can be influenced by our social institutions.

(2) The tragedy of the commons (Gerard Harden): Humans will inevitably destroy any common pool resource in which people cannot be restrained from using it. In case after case humans destroy the commons that they depended on. But in a growing number of instances we see people able to escape from the prisoners dilemma (= fundamental, disruptive change of economic form). People are only prisoners as long as they consider themselves to be. People escaped by creating institutions for collective action in which cooperative arrangements have moved from a periferral rol to a central role.

Collaboration economics create new forms of wealth. Jim Surwicki and Yochai Benkler describe how the new collaboration-economics-form is emerging (open source, new form of production, peer-to-peer production). In the past, new forms of cooperation (enabled by new technologies) created new forms of weatlh. Conclusion: We are moving into yet another economic form that is significally different from previous ones.

Cases: HP & IBM are open sourcing their software, Ely Lilli has created a market for solutions, Toyota treaths their suppliers as a network and trains their suppliers. Why? Because they learned that a certain kind of sharing is in their self interest. Google is enriching others not because of altruism, but as a way of enriching themselves. Ebay caused fundamental, disruptive change; it solved the prisoners dilemma and created a market where none would have excisted (by creating a feedback-mechanism that turns a prisoner's dilemma into a insurance game).

We don't know enough yet and are just beginning to discover what the basic principles are. This is just the beginning - we should and will soon learn more about the technologies of Cooperation & Sharing:

1. Easy to use

2. Enable connections

3. Open

4. Group forming

5. Self-instructions

6. Leverage self interest

We should start by developing maps of this cooperation-territory, so that we can talk about it accros disciplines. In the past, new ways of thinking helped alleviating suffering. What forms of of suffering could be alleviated and what forms of wealth could be created if we knew a little bit more about the new forms of cooperation. Get the cooperation project started!

Yochai Benkler: Open Source Economics

Peer-to-peer filesharing is fundamentally a distruted data storage and retrieval system.

We see the emergence of a fourth transactional framework: Social sharing & Exchange (social production). Not that it is the first time that we do nice things to each other as social beings (we do it all the time), but for the first time with a major economic impact.

Social sharing & exchange as a modality of economic production:

Characteristics:

1. decentralized authority and capacity to contribute to effective action. (instead of property, asking permission: 'may I create?) .

2. Open for anyone to create, innovate and share, if they want to. Property is one mechanism of coordination, but it is not the only one. Instead what we see are social frameworks for all of the critical things that we use property in the market, normally.

3. Motivation structures are different. Money isn't always the best motivator, think of sex.

4. It also requires new organizational approaches. Task organisation. You don't have to hire experts, now take the same problem and chunk it into small pieces and give people 5 minutes time.

-> A new social phenomenon is emerging.

1. New form of competition: It's creating and it's most visible if we see it als a new form of competition (P2P -> Recording industry, Free/open source software -> Microsoft, Skype -> Telecomms, Wikipedia -> Encarta)

2. But it is also a new source of opportunities for companies:

A new set of social relations and social behaviors emerging

- Some of it are toolmaker: for newly able users

- You built platforms for self expression and collaboration.

- Surfers

-> Stuff will flow out of connected human beings = social production.

Social production = a real fact, not a fad: it's the critical long term shift caused by the internet

Social production = in some contexts more efficient than markets or firms

Social production = sustainable and growing fast

Social production = a threat to, and threatened by, incumbent industrial models (intellectual property, telecomms, other new funky laws are the battlefield over the institutional ecology)

Four transactional frameworks:

Decentralized, market based: Price-system

Decentralized, non-market: Social sharing & exchange

Centralized, market based: Firm hierarchy

Centralized, non market: Government; non-profits

It also requires certain new organizational approaches. From task-organization (you have to hire people to tell them what to do, what to do with their time).

A new social phenomen

A new form of competition.



Charles Leadbeater over Collaboration Economics: "Je bent wat je deelt". In de wereld van de Britse innovatie-deskundige Leadbeater (boek We-Think) is de mens niet langer consument, maar deelnemer. Internet maakt samenwerken en delen tussen grote groepen mensen waar ook ter wereld mogelijk. Dat levert niet alleen nieuwe businessmodellen op. Het kan ook leiden tot fundamenteel andere manieren van gezondheidszorg of onderwijs.

Clay Shirky at TED on Institutions versus Collaborations

maandag 16 juni 2008

Wat drijft ons? Motivatie en (keuze) gedrag

In 'Wat drijft ons' beschrijft Giep Franzen de oorsprong van het menselijk gedrag. Waarom doen wij wat wij doen? Het vertrekpunt van de psychologie, sociologie, communicatie-wetenschap en bedrijfskunde. In hoeverre wordt ons gedrag bepaald door diepere drijfveren - en welke zijn dat?

Samenvatting "Wat drijft ons"
- Overzicht van de ontwikkeling op het gebied van de motivatie-theorie
- Uiteenzetting van de huidige inzichten in basisbehoeften en menselijke doelen
- De rol van het onbewuste en de invloed van de genen en de omgeving op gedrag


Evolutie-theorieën
Instinct-theorieën
Drive-theorieën
Het individueel onbewuste
Het collectief onbewuste
Behoefte theorieën
Het streven naar perfectie
Behoeften
Basisbehoeften

Persoonlijkheidkenmerken
Identiteit
Persoonlijkheid
Waarden
Levensstijlen

Het zelfsysteem
De aard van het zelf
Het zelfsysteem
Inhoud van het zelfconcept
Zelfcompetentie en zelfachting

Emoties
Motivatie en emoties
De aard van emoties
Toenaderings- of vermijdingsreactie
Basisemoties

Motivatie en situatie
Het behaviorisme
Twee-factorentheorieën
Bekrachtigingstheorieën

Verwachtingen en doelen
Verwachtingstheorieën
Expectancy-value theorie
Doeltheorieën
De theorie van motivationele systemen
De Self-Determination Theory

Doelen
Indeling van persoonlijke activiteiten
Aantrekkingskracht van het doel
Aanpassingsprocessen
Doelhiërarchieën
Dimensies van doelen

Basisbehoeften

Genen en omgeving

Het 'nieuwe' onbewuste
Bewuste en onbewuste processen
Automatische processen
Twee-processentheoriën

woensdag 11 juni 2008

Crowdsourcing-case: KLM

Crowdsourcing = het fenomeen dat het dankzij internet makkelijker is geworden voor bedrijven om creativiteit buiten de eigen organisatie aan te boren.

Crowdsourcing = het principe dat mensen van over de hele wereld samenwerken aan het verbeteren van een (open source) product

Definiëring van (bijna) synonieme begrippen: Crowdsourcing/Community driven innovation/ Co-creation/ Open Source Marketing/User Generated Content = Community driven production/ Community Activation

Crowdsourcing-effects: 1. Beter product, 2. Kostenbesparingen



Het bezoek van Crowdsourcing-guru Jeff How (eind juli 2008 nieuw boek Crowdsourcing: Why the Power of the Crowd Is Driving the Future of Business) aan Nederland vorige week is een mooie aanleiding om een Nederlands Crowdsourcing praktijkvoorbeeld te belichten: Crowdsource case KLM

Op initiatief van KLM-directeur Bram Gräber en Directeur Klantenrelatiebeheer Paul Rombeek zijn i.s.m. bedrijf Favela Fabric 3 eigen 'webcommunity's' geinitieerd waarop KLM ideeën en plannen bespreekt met klanten:

1. BlueLab (dialoog met klanten uit het MKB/sinds oktober 2007)

2. KLMInTouch (dialoog met actieve reizigers/sinds januari 2008)

3. ReisagentDialoog (dialoog met reisagenten/sinds mei 2008)


Via BlueLab kunnen MKB'ers meepraten over plannen die KLM heeft, of eigen ideeën aandragen. Concrete resultaten:

1. KLM heeft naar aanleiding van BlueLab dialoog een nieuw type goedkope tickets ingevoerd, waarop reizigers toch volledige spaarpunten in het Frequent Flyer Programma krijgen;

2. KLM legde het plan voor om NS-Businesscard-houders extra korting te geven als ze per trein naar Schiphol reizen. Na enthousiaste reacties op Bluelab heeft KLM het plan doorgezet;

3. 56% van de 400 KLMInTouch-deelnemers levert minstens 1x per maand online een bijdrage


Veel bedrijven willen graag via het web met hun klanten communiceren omdat het tegen relatief lage kosten uitgebreid en interactief contact mogelijk maakt. Belangrijk daarbij is te laten zien dat je ook serieus naar de community-deelnemers luistert en concreet iets doet met de feedback. Daarom houden 10-tallen KLM managers zich regelmatig met de 3 webgemeenschappen bezig en worden de al uitgevoerde plannen bewust online gezet.

(bron: Wessel Gossing, FD, 6 juni 2008)

Crowdsource-kenners die de MarketingFacts-crowd noemt:

Eric von Hippel, Henry William Chesbrough, Dion Hinchcliffe, Dann Gillmor, Pete Cashmore (Mashable), Cory Doctorow (Boing, Boing), Charlene Li, Guy Kawasaki, Howard Rheingold, Clay Shirky, Jake McKee, Jeremiah Owyang, Gary Vaynerchuck, Mark Shuttleworth (Canonical -> Ubuntu) en Prahalad.


Next: Crowdsource case Schiphol, Crowdsource case Rijkswaterstaat, Crowdsource case ABN AMRO, Crowdsource case Loyalis.